MAKERERE UNIVERSITY BUSINESS SCHOOL

MBARARA STUDY CENTRE: MASTERS OF BUSINESS ADMINISTRATION

MODULE: ORGANIZATION DEVELOPMENT COURSE WORK

LECTURER: KASEKENDE FRANCIS

STUDENT NAMES: KOSIYA JUSTUS

REG NO: 2013/HD10/2822U

STUDENT NO: 213024420

TOOL: HUMAN RESOURCE FRAME

1.0 Introduction

The human resource frame highlights the relationship between people and organization.
Organizations need people and people need organizations for many extrinsic and intrinsic
rewards.

This presentation document is about Human resource frame. It is divided into three sections.
Section one is the central messages, background and the case, statement of opportunity, purpose
of the study and the conceptual frame work. The second the section is relationships between
various variables and the third is the conclusion, the detailed case story.

2.0 Central messages

 Employee training
 Team building
 Motivation/rewards
 Empowerment
 Commitment
 Human resource frame

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2.1 Background

People and organizations need each other. Organizations need ideas, energy and talents while
people need careers, salaries and opportunities. Organizations that handle their human resource
well excel and compete favorably for example Quality Chemicals (U) Limited

Quality Chemicals (QC) deals in manufacture, marketing and distribution of pharmaceuticals in

Ugandan markets. Q.C has a manufacturing plant in Kampala Municipality with operating
branches in Mbarara, Masaka and Masindi employing a total of 100 people.

By 2000, QC was faced with problems and challenges of quality control and safety, high injury
rates, high turnover of 46%, strife and profits soared from 70% to 30%. There was lack of skills,
trust, and capacity building, low morale and facilitation. There were reports of mistakes,
incompetence, poor performance, lack of pride and identity with work.

In 2004, employees striked over their working conditions and welfare. Management improved
their conditions of work by increasing salaries, bonuses and other intangible benefits, organized
seminars and workshops, encouraged involvement, group work and coaching with recognition of
their participative in decision making and engagement.

By 2005, employee morale and performance improved. Profits improved from 30% to 50%,
turnover from 46% to 30% and injury rates from 40% to 10%.

By 2007, profits had reached 80% and morale was highest, employee turnover and injury rates
reduced to almost none.

For organizations to excel, they need to come up with policies that can improve employee morale
and working conditions. They need to encourage and promote employee coaching, facilitation,
group work activities, compensation, employee engagement and recognition.

2.2 Statement of opportunity

For organizations to excel and flourish they need to improve or promote working conditions of
employees, when employees are coached, compensated, and facilitated, it leads to successful
human resource frame.

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2.3 Purpose of the study.

This study seeks to examine the relationship between employee training, team building,
empowerment, motivation/rewards, commitment and successful human resource frame.

2.4 Conceptual framework

Employee training

Team building Successful Human

Commitment Resource Frame

Empowerment

Motivation/rewards

3.0 Relationship between variables

Each of the four individual independent variables of employee training, team building,
empowerment and motivation/rewards leads to the intermediate variable which is the
commitment and the intermediate variable commitment leads to the dependent variable; the
human resource frame.

3.1 Relationship between empowerment and commitment

Empowerment occurs when individuals in an organization are given autonomy, authority, and
trust and encouraged to break the rules in order to get on with the job. Empowerment is designed
to unshackle the worker and make the job the worker’s. Empowerment results in greater
responsibility and innovation and a willingness to take risks. Ownership and trust along with
autonomy and authority become a motivational package for commitment in the human resource
frame.

When empowerment becomes an extension of delegation and a suggestion that managers can
curve off slices from their lump of authority and distribute them to employees, it promotes their
commitment. Empowerment enables employees to become better at their tasks and operations
function more smoothly, become happier and more capable.

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When empowerment involves developing an ownership attitude, among a work group, it
promotes their commitment. Such an attitude generates a productivity and commitment increase
sustainability.

When empowerment involves helping workers to identify their starting point, it fosters their
commitment. Getting the right players and contributors on the team for empowerment promotes
commitment.

When empowerment of employees involves educating them, it promotes their commitment.

Educating employees gives them comprehensive knowledge of the organization. This includes
finances, sales and operations if they are to contribute whole heartedly.

When empowerment involves sharing of the secrets or information, it instills their commitment.
Sharing what is really happening promotes their empowerment that leads to their commitment.

When empowerment of employees involves creating a daily score, it promotes their

commitment. If workers know the score, they can make adjustments required to improve
performance.

When empowerment ensures operational consistency and appreciation, it promotes their

commitment. Enforcing operational standards ensures quality and when employees meet
customers’ expectations, they get empowered and this leads to commitment.

When empowerment of employees involves telling stories about what their organization and
departments are doing, and what they are about, it fosters high commitment. Stories give zest to
the numbers.

Experiment with every element of the process or product over time in a methodical and
document way, it promotes commitment. This is a proven approach to process improvement of
empowerment. This makes the employees committed to the organization.

Giving more loyalty to employees and party hearty promotes commitment. Employees are
partners of the organization. When organizations expect loyalty, they must give loyalty first.
Party hearty involves celebrating the success and testing the vinegar of failure.

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Expand the decision-making responsibility of the employees is important for commitment.
Having established guidelines through the preceding steps is necessary and is the time to trust the
employees as partners.

Allowing staff to volunteer as a group promotes commitment; Charity commitments and

meaning to the mutual effort are important. Practice makes perfect.

Giving authority or power to employees to take decisions where due for the benefit and interest
of the organization empowers employees for commitment. Authority binds organization together
and allocates resources arising from decisions and orders.

When progressive organizations give power to their employees as well as invest in their
development, it leads to their enhanced commitment. Power gives employees empowerment and
energy to foster their commitment to their jobs and organizations as well.

When employees are kept informed, they get empowered and this leads to their empowerment
necessary for enhanced commitment. When employees are provided with information and
support, they get empowered leading to their commitment. All employees at every level need to
see and learn to understand financial and performance measures.

When employees are encouraged to think like owners, doing whatever they can to improve the
numbers, it fosters their empowerment leading to commitment to their jobs as well as
organization. Everyone gets a piece of the action which is a stake in the company’s financial
success. This is because it sends a clear signal that management trusts people and creates a
powerful incentive for employee to contribute. They can see the big picture of how their work
affects the bottom line and how the bottom line affects them. They need information to do a
better job efficiently. Employees can pin point the problem and correct it when they are
empowered leading to their commitment.

When freedom or autonomy is encouraged to employees, it leads to commitment. Information is

necessary but not sufficient to fully engage employees. The work itself needs to offer autonomy,
influence and intrinsic rewards.

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Participation of employees in decision making process empowers them and thereby fostering
their commitment to the organization. When employees are empowered, it becomes a powerful
tool to increase both morale and productivity through their enhanced commitment.

When employees are empowered through more confidence building in management, they like
their jobs better for receiving higher pay. Participation improves productivity through increasing
effectiveness of individual workers and enhancing organizational learning. (Appelbaum, 2000)

When empowerment is encouraged through redesigning work, it leads to commitment.

Redesigning jobs to be simple, repetitive and low skill empowers employees and hence it fosters
their commitment. Redesigning of jobs fosters motivation and enthusiasm leading to employee
commitment.

When egalitarianism is promoted amongst employees, it leads to employee empowerment, and

thereby enhanced commitment. Egalitarianism implies a democratic workplace where employees
participate in decision making when employees are treated with equal rights and advantages; it
builds trust leading to empowerment thereby fostering enhanced commitment.

When organizations invest in people by encouraging cooperation and equality, it empowers

people leading to their commitment. Cooperation promotes unity and freedom of mind.

Creativity is fostered when employees and teams have relative freedom or autonomy in the
process empowerment in the day-to-day conduct of the work leading to commitment. A sense of
ownership and control over their own work and their own ideas makes them empowered and
committed to their job tasks and their organizations.

When people are empowered by infusing work with meaning, it leads to their commitment to
their organizations. Meaningful work empowers employees to be creative, innovative and
engaged, leading to their commitment to their organizations.

When team members are empowered by supporting one another, fostering information in self
managing teams, persuade their teams and outside constituents, it leads to commitment.
Supporting one another and empowering their teams to achieve success is necessary for their
commitment to organizations.

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When empowerment is encouraged by managing relationships in organizations that extends
constituents, it leads to commitment. Building stronger relationships helps to empower
employees and promotes their commitment.

When people are empowered, they feel and become more motivated leading to their
commitment. Empowerment occurs when people are given authority and are trusted or
encouraged to break the rules in order to get on with the job well. Empowerment unshakes
employees and makes the job more enriching and challenging to result into greater responsibility,
innovation and a willingness to take risks. Ownership and trust along with authority and
autonomy to become empowerment and motivational package. Employees need commitment and
power over decisions affecting their work life and participative decision making.

When employees are empowered by building customer importance, it promotes their

commitment. Empowered employees excite customers. Customers relate to people but not
organizations. Customers need skills, expertise, knowledge and positive feedback. This is in
terms of explanations, education, training, coaching, facilitation and motivation for customer
service, care and delivery.

When commitment especially to customer involves putting employees’ self image in the
customer’s shoes (empathy) and evaluates performance in customer terms, it fosters successful
human resource frame. The best process profiles are prepared from the customer’s perspective.
This involves also prohibiting destructive comments about the people who use their work
group’s products or services.

3.2 Relationship between team building and commitment

Team building involves bringing people together with regular interactions and coordinating their
work with shared objectives, goal and mission. Team members are committed and involved in
clear shared goals, freedom of expression and participation, trust each other, free to volunteer for
leadership and decisions are made by consensus.

When self managing teams are fostered, it promotes their commitment to the organizations.
There is a close connection between work design and team work. Employee teaming in an
organization chart depicts a hierarchy of individual jobs and a set of interconnected teams. Each

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team can be highly effective in its own right and is linked to other teams via individuals who
serve a linkage fostering commitment to the organization.

When team building is fostered among employees by promoting synergism and cooperation, it
leads to commitment to the organization. Cooperation and synergism promotes team building
and team work spirit leading to enhanced commitment to the organization.

When team building is fostered where the central idea in the autonomous team approach is
giving group responsibility for a meaningful whole-a product, subassembly or complete service
with ample autonomy and resources and with collective accountability for results, leads to
commitment.

When team building environment allows teams to meet regularly to determine work assignments,
scheduling and production, it leads to their commitment to the organizations. Supervision usually
rests with a team leader who either is appointed or emerges from the group itself. A team may
have authority to hire, fire, determine pay rates, specify work methods and focus on issues of
production, quality and work methods.

When team is building is promoted where groups have more knowledge, time, diversity of
perspective and energy than individuals working alone. It fosters their commitment to the
organization. Groups often improve communication and increase acceptance of decisions. Team
building helps to solve problems, make decisions, coordinate work, promote information sharing,
building commitment and negotiate disputes. Team building helps to reduce on over relying on
hierarchical coordinators and is important in forms like self-managing teams quality circles and
virtual groups whose members are linked by technology.

When team building is fostered among employees, it reduces conflict leading to their
commitment to the organizations. Team building helps to improve skills necessary for conflict
resolution. When team building helps in managing conflict, it leads to their commitment.

Team building helps to develop skills that lead to the commitment of members to the
organization. More organizational effectiveness depends on member’s ability to understand what
is happening and contributes effectively. Skills like consensus are critical building blocks in high
performing group that leads to high commitment.

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When team building is fostered amongst employees, it helps the group members to agree on the
basics leading to their commitment to the organization. Shared understanding and commitment
around the basics are a powerful glue to hold things together in the face of the inevitable stress of
group life.

When team building is enhanced by searching for common interests, it fosters their commitment.
Recognizing commonalities make it easier to confront differences. It also helps to remember that
common ground desired to be visible is compatible.

When team building is fostered by allowing members to experiment, it leads to commitment.

Experiments can be a powerful response to conflict resolution. Team members offer a way to
move beyond stale mate without forcing either party to lose or admit defeat. Members may agree
on a test even if they can’t agree on anything else. Equally also, they may learn something that
moves the conversation to a more productive plan leading to enhanced commitment.

Groups typically possess diverse resources, ideas and outblocks necessary for fostering their
commitment to organizations. A group that sees diversity as an asset and a source of learning has
a good chance for a productive discussion and resolution of differences necessary for their
increased commitment.

When team building is fostered amongst employees by promotion of treatment of differences as

a group, it fosters their commitment to the organizations. Removing interpersonal barriers
promotes commitment.

Team building promotes leadership and discussion in groups and leads to enhanced commitment.
Leadership in team building which helps groups to develop a shared sense of direction and
commitment is fostered.

When team building is promoted by encouraging good leadership, it leads to commitment.

Individuals or shared group leadership plays a critical role in group effectiveness and individual
satisfaction through group members communication and working together. Team building
promotes both individual satisfaction and organizational effectiveness that depend heavily on the
quality of interpersonal relationships leading to commitment.

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When team building is fostered by allowing flexibility, it leads to commitment. Team members
become more adaptable in their attitudes and their capacity to perform, the organization gains
flexibility and productivity. The broader knowledge base of team members allows them to adjust
to changes in work demands, work flow and to respond constructively to emergencies. The
enhanced skills of individual team members permit improved responses to organizational
demands leading to their commitment.

When team building is fostered by promoting emotional intelligence, it promotes their

commitment. The ability to understand and manage people in group or individuals is enhanced.
The ability to act wisely in human relations is also increased. These skills include awareness of
self and others and the ability to handle emotions and relations.

When team building is promoted by helping individuals to make participative decisions, it fosters
commitment. The capacity and the ability to plan and develop work plans are enhanced leading
to their high commitment.

When team building is fostered amongst employees, by building on commitment to their tasks
and jobs, it leads to commitment. Commitment to self, commitment to the tasks and commitment
to the organization as a whole are enhanced.

When team building is fostered and team members are empowered and encouraged to negotiate
disputes, it fosters their commitment. The willingness and capacity to resolve and negotiate
disputes are paramount and necessity for their commitment promotion.

Team building helps in group cross-training which promotes and brings in skills, knowledge and
expertise necessary for commitment. When members train, counsel, educate and develop each
other, it promotes career development and profits. It reduces stress, turn over, inventory losses
and injury rates.

Team building promotes and brings skills and love interest with supply of talents, expertise,
energy and motivation necessary for high commitment. All these are necessary for increased
productivity performance and reduced employee turnover, losses and damages.

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When team building is fostered, it promotes easy management of their teams through effective
coordination of work and schedules, supervision, monitoring and evaluation, motivation and
effective communication leading to high commitment.

Team building promotes synergism that leads to high commitment. A team of employees
working together develops synergy. These teams produce more and generate more creativity as a
group than the individual members could produce working alone. Working in a team
environment produces the Camaderie and sharing often absent from traditional work structures.
Teams facilitate prodigious increases in commitment and input – productivity increases.

Team building increases skills and knowledge. In a team, the skills and knowledge of team
members increases. This increase is due, in part, to cross-training. When individuals are exposed
to more than one job, they require skills and knowledge form other workers. The result is people
of increasing worth to themselves and to the company.

Team building increases flexibility that promotes commitment. As team workers become more
adaptable in their attitudes and their capacity to perform, the organization gains flexibility and
productivity. The broader knowledge base of team members allow them to adjust changes in
work demands and work flow and to respond constructively to emergencies. Moreover, the
enhanced skills of individual team members permits improved response to organizational
demands.

Team building promotes team commitment that leads to high commitment to the organization. In
an era highlighted by employee de-motivation and lack of commitment teams provide an
opportunity for workers to own their work. As more organizations move toward self-directed
work teams and empowerment, the satisfaction and commitment level of employees increases.

When team building helps and involves the identification of priorities, it promotes commitment.
An assessment of concerns by order of urgency should reveal the points where teams may be
effective for commitment. The concerns should include for example customer needs, production
process and capacity and delivery systems.

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When team building involves defining mission, objectives. It fosters commitment. The mission
and objectives should be solid, well articulated and accepted through the organization for
necessary commitment.

When team building uncovers and eliminates barriers to team building, it promotes commitment.
Barriers impede teams and their commitment. Subject-matter barriers arise when employees and
managers are not sufficiently knowledgeable or technically proficient without adequate
expertise, teams fail and their commitment suffers. Process barriers stem unwieldy procedural
approaches that limit team’s ability to do their work. Cumbersome approval processes and
communication channels that follow the chain of command are incompatible with the effective
team operation. Cultural barriers are ways of thinking that run counter to the team approach.
Especially in long established firms, powerful departments may be unwilling to relinquish
authority or to change cherished habits.

3.3 Relationship between training and commitment.

Training teaches skills for use in the present and near future. It involves teaching the particular
attitudes, knowledge and skills a person needs that are necessary for the commitment and
development within the human resource frame.

Training of employees reduces basic conflict between human personality and prevailing
management practices (McGregor, 1957 & Chris Argyris, 1964). This promotes employee
harmony leading to their commitment. People have basic self-actualization trends. Training helps
people to advance a broadening of skills, knowledge and moving from dependence to
independence leading to a mature level of self awareness and self control. This is necessary for
enhancement of successful human resource frame arising from continuous commitment.

When employees are trained, it reduces monotony thereby enhancing their commitment.
Monotony leads to employed burn out, inventory loss and turn over.

When employee training is fostered and encouraged, it encourages both management and
employees to invest time and resources in upgrading skills leading to their commitment. This
helps to reduce losses, redundancy, burn out, losses and employee turnover.

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When training is fostered, it promotes productivity, employee morale and performance among
others leading to commitment. Training of people is a powerful performance incentive and
energizer stimulating commitment to the organizations.

Training fosters trust and loyalty leading to their high commitment to the organization. Trust
relationships and loyalty are the engine of the organization success and competitive advantage
where commitment is very necessary.

Training helps to promote human capital necessary to promote commitment. The human capital
is the engine of the organization and needs regular upgrading and orienting.

When employee training helps to capitalize on knowledge and skills of veteran employees,
which is vital for human resource development, it fosters commitment. Veteran employees need
advanced knowledge, skills and expertise to meet ever growing and changing environment.

Employee training helps to avoid errors by new comers to the organizations who are unfamiliar
with the company’s history and proven ways that is necessary for commitment. Induction
training is vital and cups to avoid mistakes, injuries and losses necessary for their commitment.

Employee training increases the likelihood that employees will think for the longer term and
avoid impetuous, shortsighted decisions necessary for continuous commitment. This is necessary
for long survival of the organization. Untrained/undertrained workers harm organizations in
many ways especially shoddy quality, poor service, higher costs and costly mistakes.
Organizations need training of their people for complexity management and the need for the
value of people’s specialized knowledge and skills increases necessary for commitment.

Training improves employee discipline necessary for their high commitment. Disciplined
workers have their jobs and organizations at heart and work for them for excellence and
prosperity.

Training helps to keep employees informed and fosters their commitment to the organizations.
Constant changes in technology and invention require regular updating and adjustment in skills
and knowledge of existing employees in order to remain committed and economically viable to
themselves and to the organizations otherwise they become obsolete.

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Workshops and training activities are a standard part of organizational life. Training activities
help people to advance from dependence to independence, from a narrow to a broad range of
skills and interests necessary for their high commitment. This independence and broader range of
skills are necessary for survival, growth, development and competitive advantage of the
organizations.

Training helps to reduce redundancy, monotony and burnout and bring life to both employees
and organization as well as thereby fostering employee commitment and boosts morale. Training
reminds employees to focus on vision, mission and objectives of the organization.

Training provides the basis for carrier development and growth for both the employees and
organizations necessary for continuous commitment. Training promotes career advancement and
management.

Training creates and prepares employees for promotion, orientation, job rotation and placement
necessary for taking up new challenges and carrier advancements for commitment. Promotion
helps in filling new gaps and replacing those retiring and/or leaving the organization for different
reasons and situations.

Training improves morale and opens up chances for employee pride and identity to the
organization leading to their commitment. Training creates and improves enthusiasm and
energizes their spirit for hard work, continuity and commitment.

When training activities and programmes are intensified with the employee appreciation, it
fosters their commitment. Appreciation makes people to be strongly bonded to the tasks and
organization’s survival, growth and competitive advantage.

Training instills recognition of the employees in their workplace leading to their commitment.
Recognition of people improves their morale, love, effective interpersonal and effective
communication.

Training teaches skills for use in the present and near future necessary for their continued
commitment. It involves teaching the particular attitudes, knowledge and skills people need to
enhance their long term commitment to the job tasks.

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When employees are trained, it improves their quality of service delivery and competence
leading to their commitment. Competence is a strong asset to the organization and commitment
necessity.

Training of people increases their ability to reason and transform into better people and become
more loyal and promotes their commitment. Loyal employees are more committed and work
harder in the interest of organization growth and survival.

When employees are trained, it facilitates learning that promotes their increased commitment.
Learning involves a relatively permanent change in behavior that occurs as the result of practice
or experience.

Training people facilitates education that promotes their commitment to the organization.
Education involves the development of knowledge, values and understanding required in all
aspects of life rather than the knowledge and skills relating to particular areas of activity.

When employees are trained, it facilitates and leads to development that is necessary for
commitment. Development is the growth or realization of a person’s ability and potential through
the provision of learning and educational experience.

When training involves the planned and systematic modification of behavior, it fosters
commitment. Training is the planned and systematic modification of behavior through learning
events, programmes and instruction which enable individuals to achieve the levels of knowledge,
skill and competence needed to carry out their work effectively.

Training raises awareness of the need for a learning culture that promotes commitment. Learning
culture promotes a continuous improvement. Training of employees helps to reduce losses,
turnover, inventory damages and risks. Performance and productivity are increased putting the
organization in a better position.

When employees are trained with the aim to develop competence, it fosters their commitment.
Development and competence of managers to become actively involved in learning that leads to
knowledge creation is important for continued commitment.

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Training employees helps to expand learning capacity throughout the organization and leads to
high commitment. It helps to focus on all the organization with knowledge sharing creation and
group cross-training.

Training of employees facilitates empowerment. When people are empowered and are able to
take decisions, it leads to high commitment. Continuous training continuously empowers people
for continuous commitment. When people are empowered with the help of training and are able
to take decisions, it promotes their commitment to their organizations.

Training helps to motivate people to learn and leads to high commitment. They become aware
that their present level of knowledgeable, skills or competences or their existing attitudes or
behavior need to be developed or improved if they are to perform their work to their own and to
others’ satisfaction. Training helps or equips them to have a clear picture of the behavior they
should adopt. When learners gain satisfaction from learning, they become motivated. They are
most capable of learning if it satisfies one or more of their needs.

When training of employees involves transferring training of expertise, skills and knowledge, it
leads to commitment. Transferring training is relevant, useful and transfers expertise. It has
advantages of job autonomy, believing in themselves for engagement and commitment. Transfer
is also more likely if systematic training and just-in-time training approaches are used.

Training facilitates coaching that promotes commitment. Coaching facilitating the enhanced
performance, learning and development of others deemed necessary for commitment. It takes the
form of a personal on-the-job approach to helping people develop their skills and levels of
competence. Coaching is aimed at the rapid improvement of skills, behavior and performance
usually on the present job. The coach uses feedback and brings an objective perspective. The
need for coaching may arise from formal or informal performance reviews but opportunities for
coaching will emerge during normal day-to-day activities. Coaching as part of the normal
process of management commitment consists of making people aware of how well they are
performing controlled delegation, guidance at the outset, using whatever situations may arise, as
opportunities to promote learning and encouraging people to work at higher – level problems and
how they could tackle them.

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When training involves mentoring employees, it instills commitment. Mentoring is the process of
using specially selected and trained individuals to provide guidance, pragmatic advice and
continuing support that will help the person or persons allocated to them to learn and develop. It
is of-line help from one person to another in making significant transactions in knowledge, work
or thinking. Mentors prepare individuals to perform better in future and groom them for higher
and greater things especially career advancement. Mentoring is a method of helping people to
learn as distinct from coaching which is a relatively directive means by increasing people’s
competence. It involves learning on the job which must always be the best way of acquiring the
particular skills and knowledge the job holder needs. It also complements formal training by
providing those who benefit from it with individual guidance form experienced managers who
are wise in the ways of the organization. Mentors provide people with advice in drawing up self-
development programs or learning contracts, general help with learning programs, guidance on
how to acquire the necessary knowledge and skills to do a new job, advice on dealing with any
administrative, technical or people problems.

Individuals meet, especially in early stages of their careers, information on the way things are
done around here (the corporate core values and its manifestations in the shape of core values
and organizational behavior or management style). Coaching in specific skills, help in tackling
projects, and a parental figure with whom individuals can discuss their aspirations and concerns
and who will lend sympathetic ear to their problems.

Training employees increases motivation to succeed. The motivation to succeed promotes

commitment for excellence. Employees become more aware and innovative to work harder for
the organization.

Training increases morale and the sense of compensation and pride in performance leading to
high commitment. Morale, competence and pride are the giving engine of the organization for
survival, growth and competitive advantage.

Training promotes the level of commitment that arises from increased efforts for increased
quality and productivity. Training promotes efficiency and effectiveness. Errors are minimized
and corrected.

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3.4 Relationship between motivation/Rewards and commitment

Motivation determines behavior. It involves perceptions of equity, expectancy, previous

conditioning and good settling. It is the resultant of the interaction of a person’s internal needs
and external influences. Rewards involve the combination of financial and non-financial benefits
available to employees. A good reward system should be favourable to employees and at the
same time meet the needs of both the organization and its stake holders. The reward system
should have favourable policies, practices, processes, procedures and the reward strategy setting
out what the organization intends to do in the long term in order to achieve its business goals.

When people are rewarded and motivated according to what the organization values and wants to
pay for and for the value employees create, it leads to commitment. Giving value to the
employees promotes their commitment. Motivation and rewards are the central promoters of
continuous commitment.

Treating employees as individuals is valuable and fosters their commitment. This is because all
employees are different and think differently. They have different needs and wants, cherish
different values, expectations and goals. Each want employee wants to be treated as a special
person and hence leads to their commitment.

When people are motivated by a variety of wants where some wants are more important than
others, it fosters commitment (Abraham Maslow, 1954). This is because it makes employees
more satisfied, loved and inclusive with belongingness leading to enhanced commitment to their
organization and job tasks.

When the needs of employees are served best, they feel motivated and rewarded, making them
more committed. Serving employees best strengthens relationship between managers and
employees that fosters their continued high commitment to the organization.

When employees are continuously recognized, they feel motivated leading to commitment.
Employee recognition promotes their acknowledgment and job satisfaction leading o their
continuous commitment.

When employees are facilitated with support, it instills their commitment to the organization.
Provision of a climate in which employees’ needs are met, facilitating their goals, achievements,
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removing barriers, their goals achievements, developing cultural goal setting opportunities,
initiating, training and education programs, encouraging risk taking and providing stability are
necessary for their commitment.

Recognizing cultural diversity of employees is very important for promoting commitment. The
ability to recognize and incorporate the value of cultural diversity within workforce is very
necessary for organizational commitment and growth and survival.

When contributions of employees are openly appreciated, it leads to commitment. Appreciation

promotes motivation, identity and pride for both employees and organization.

Showing sensitivity to the needs for equity and welfare is motivating and rewarding that leads to
commitment. When employees feel satisfied for what they are receiving are fair exchange for
their input into the organization and in comparison to other employees promotes their
commitment to their organizations. Compensation must be equitable and satisfying.

Investing in employees is fundamental for the organization commitment for growth and survival.
Investing in people is a good fit, which benefits people and their organization. When people find
meaningful and satisfying work, it instills their commitment.

Job satisfaction amongst employees leads to commitment. When employees are satisfied with the
job in terms of the attitudes and feelings people have about their work, it promotes their
commitment. The level of job satisfaction is affected by intrinsic and extrinsic motivation
especially the quality of supervision. Social relationships with the work group and the degree to
which individuals succeed or fail in their work. When the job gives employees high level of
satisfaction and motivation, it promotes their commitment to the organization.

When employees are promoted, they feel motivated and rewarded leading to their commitment,
promotion improves morale, pay rise and enhances career development or advancement for the
employees thereby fostering their commitment.

Flexibility allowance to employees motivates employees and leads to their high performance.
Creating flexibility to employees is motivating and promotes high commitment. When managers
motivate workers by providing them with flexibility in work through flex time, a compressed
work week or job sharing improves and leads to their high commitment. Flex time allows
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employees to decide, within a certain range, when to begin and end each work day. It allows
them to take care of personal business before or after work, vary their daily schedules and enjoy
more control over their lives. This improves morale and decreases absenteeism. It lowers
turnover and is less tardiness. Compressed work week allows employees to fulfill their work
obligation in less than the tradition five-day work week. Job sharing or twining allows/permits
two part time workers to divide one full-time job. Workers are people and people have interests
outside the organization. When managers who want to attract, keep, motivate these workers will
provide job enhancements like flex time, job sharing and allowing them to share lunch with their
children in order to maintain and promote their commitment.

When the rewards or reward policy provides an equitable pay system, equal pay for work of
equal value, pay for performance, competence, skills or contribution, encourages sharing in
success of an organization (gain sharing or profit sharing), it fosters commitment. Harmonizing
the relationship between levels of pay in the organization and market rates, provides employee
benefits of flexible benefits if appropriate and attach the importance to the non-financial rewards
resulting from recognition, accomplishment autonomy and the opportunity to develop the work
force will generally enhance their commitment to the organization wholeheartedly.

When the tangible and intangible rewards mainly competitive pay, good benefits, incentives for
higher performance, ownership potential, recognition awards and fairness of rewards are
provided, it will foster commitment. Growth and survival are important for both employees and
the organization.

When employers invest the time and resources necessary to develop a cadre of committed and
talented employees, it promotes their commitment. Skilled and motivated work force is a
powerful source of strategic advantage consistent with core human resource assumptions, high
performing organizations do a better job of understanding and responding to the needs of both
employees and customers. They attract better people who are motivated to do a superior job and
motivate them more for enhanced commitment.

When employers get it right by motivating/rewarding their employees well, it promotes their
commitment. The organization benefits from a talented, motivated loyal and free-spirited work-
force. Employees in turn are more productive, innovative and willing to go out of their way to

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get the job done. They are less likely to make costly blunders or to jump ship when someone
offers them better deal.

Excellent motivation and rewards helps the organizations to hire the right people, it instills
commitment for successful human resource frame. Strong organizations know the kind of people
they want and hire those who fit the mold/strategy. They hire people with positive attitudes and
well-honed interpersonal skills including a sense of humor. When employees are provided with
attractive pay and benefits, it helps to keep employees and leads to successful commitment. To
keep them, they protect jobs, promote from within and give people a piece of the action. They
recognize the high cost of turn over beyond the cost of hiring and training replacements turn over
hurts performance and human resource frame because newcomer’s lack of experience and skills,
increases errors and reduces efficiency.

When organizations and their managers protect jobs, it promotes commitment. Job security and
protection of employees is important factor and a necessity for successful human resource frame
which rests and is built on successful commitment.

Promotion from within the organization offers several advantages of motivation and rewards
system that is necessary for successful commitment. It encourages both management and
employees to invest time and resources in upgrading skills. It is a powerful performance
incentive, fosters trust and loyalty, capitalizes on knowledge and skills of veteran employees. It
avoids errors in newcomers unfamiliar with the company’s history and proven ways, and
increases the likelihood that employees will think for the long term and avoids impetuous sort
sighted decisions.

When employees are aligned with rewards more directly with business success, it fosters high
commitment. Aligning employee rewards includes gain-sharing, profit sharing and employee
stock ownership plan. Giving workers an incentive to reduce costs and improve efficiency by
offering them a share of gains promotes their commitment to both gain sharing and profit sharing
plans have positive impact on commitment, performance and profitability.

When employees have a significant ownership share in the organization and the organization
need to build an ownership culture for high commitment. Ownership sharing improves
commitment. When organizations build an ownership culture of sharing financial data, involving

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employees in decisions, breaking down the hierarchy, emphasizing teams and cross-training and
protecting jobs, it fosters successful commitment.

When employees are motivated and rewarded to learn and drive the business disciplines that help
their organizations do well, it leads to commitment. The discipline of technical innovation, cost
control or customer service is important to understand to the extent of what it takes to make the
organization competitive and focus on making it work. When bonus and profit sharing plans
spread rapidly in the organization, both employees and organization benefit more widely.

When employees are motivated or rewarded by allowing their participation in decision making
improves their commitment and productivity. Participation increases effectiveness of individual
workers and enhances organizational learning.

When motivation of workers involves the redesign work (work redesigning) it leads to
commitment. Designing jobs to be simple repetitive and low skill is motivating and rewarding. It
promotes enthusiasm, morale and enhanced commitment.

Giving responsibility to employees motivates them and leads to their commitment.

Responsibility is an obligation to carry out one’s assigned duties to the best of one’s abilities.
Acceptance of responsibility is motivating and rewarding. The employee’s acceptance of an
assignment creates an obligation to do his/her best hence promoting commitment. The feeling
that the work is important and having control over one’s resource is necessary for promoting
their commitment to the organization.

Job enrichment is central to motivation and leads to commitment. Enrichment means giving
workers more additional freedom and authority, more feedback and greater challenges. Attempts
to motivate workers in the better pay and fringe benefits, improved conditions of work,
communications programs or human relations training programs are necessary for commitment
promotion.

Job redesign is a motivative attempt that is necessary for commitment. Individuals need to see
their work as meaningful and worthwhile. It is more likely when jobs produce a visible and
useful whole morale boosting. It is necessary to use discretion and judgment so they can feel
personally accountable for results and to receive feedback about their efforts so they can feel

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personally accountable for results and to receive feedback about their efforts so they can improve
efficiency and effectiveness.

When motivating employees involves advancement/career development, it leads to their

commitment. A career is the sequence of jobs a person holds over a lifetime and the person’s
attitude towards his involvement in those jobs. A career is a person’s entire life in a work setting
or settings. Because it encompasses a lifetime, a career reflects a long-term perspective and
includes a series of jobs. It denotes involvement. Employees who have careers are so
psychologically involved in their work that they extend themselves beyond its requirements.

When work itself offers opportunities for freedom to act or autonomy, influence and intrinsic
rewards, it becomes motivative and hence leads to high commitment. Employees need to be fully
and sufficiently engaged in addition to giving them necessary information and positive feedback.
Autonomy gives workers more opportunity to influence decisions about work and working
conditions to get positive, remarkable results and high commitment.

When employees are motivated by giving them scope to use and develop skills and abilities, it
instills commitment. Developing skills and abilities promotes expertise and knowledge for
increased cross-unit teams, suggestion systems and more open communication of financial
information to employees.

When employees are motivated by exposing them to challenging work and tasks, it promotes
their commitment. The more they want to find solutions and answers to the challenge, the more
they get committed to the organization.

Provision of opportunities for advancement to employees is motivative and rewarding that

instills their high commitment to the organization. Training and sponsorship programmes and
promotion are very important aspects of motivation to employees for their enhanced high
commitment.

When employees are recognized by management by letting them know their efforts have been
worthwhile and that management notes and appreciates them, it promotes their commitment,
recognizing employees motivates and rewards them intrinsically for their efforts invested in the
organization and business thereafter leading to enhanced higher commitment.

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When inspirations and values of employees are acknowledged and risk sharing is promoted, it
leads to their high commitment. Risk sharing is an indicator and motivating factor that
management loves, appreciates and cares for their health and mental concerns that would arise
out of occupational and health hazards at and during at workplace.

Empowering employees promotes their commitment. When employees are empowered, they feel
the valued power of the organization to them. They carry or work for the organization and the
organization works and carries for them.

Providing effective reward system to employees leads to commitment. To motivate behavior, an

organization must provide an effective reward system. Given that all people are individuals with
different needs, values, expectations and goals, the reward system must accommodate many
variables. An effective reward system should satisfy the basic needs of all employees, be
comparable to those offered by competitive organizations, be equally available to people in the
same positions and be distributed fairly and equitably and multifaceted including pay, time-off,
recognition or promotion.

Job rotation promotes commitment. The experiences broaden employees’ perspectives. Job
rotation can be used to cross-train or to facilitate permanent job transfers or promotions. Workers
who can benefit from job rotation are those who are interested in or ready for promotion and
those who need variety.

Job enrichment is motivative and rewarding that can lead to commitment in many ways, and can
allow workers to satisfy some of their psychological needs. Job enrichment is the result of
designing jobs that can enhance psychological satisfaction. It includes variety of tasks that
introduces an employee to new and more difficult tasks he has not previously handled, task
importance where an employee with an enriched job handles a complete natural unit of work. He
also handles specific or specialized tasks that enable him to become an expert, task responsibility
where an employee’s unit an enriched job is accountable for his work and can exercise authority
in the course of job activities, and feedback, where workers in enriched jobs receive periodic and
specialized reports that are delivered directly to them.

Promoting entrapreneurship to employees fosters their high commitment. When top managers of
organizations or corporations foster environments that promote corporate entrepreneurship, it

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promotes commitment. Entrapreneurship occurs when entrapreneurship exists with the
boundaries of a formal organization. It is a process whereby an individual pursues a new idea
and has the authority to develop and promote it within an organization. A manager can foster
entrapreneurship by encouraging action, use of informal meetings whenever possible,
tolerating/tolerance, persistence, reward innovation’s sake, planning the physical layout to
encourage informal personnel reward or promoting innovative personnel, encouraging people to
go around the red tape, eliminating rigid procedures and organizing people into small teams to
pursue future oriented projects.

3.5 Relationship between commitment and human resource frame

Building the organization is achieved by constantly presenting the organization in a positive way.

Making decisions that stick and building commitment to the organization are the most important
activities a management can form that are both essential to managerial success and successful
human resource frame.

When commitment is instilled and promoted amongst employees by giving them to make the
right decisions in areas they control and submit sound recommendations when requested by their
supervisors, it enhances successful human resource frame. When employee commitment
promotion involves helping them to advance their chances for current success and future career
development, it enhances their engagement that is necessary for successful human resources
frame.

When leaders or managers spend much of their time reviewing and acting on the proposals of
associates, upper management and technical personnel in their commitment process, it leads to
enhanced successful human resource frame. The employees from different levels of management
hierarchy promote employee engagement, interpersonal relationships and cooperation that
enhance their successful human resource frame.

When commitment is encouraged by leaders who have necessary experience and information to
reach a conclusion by helping followers to build and possess the ability, willingness and
confidence that help and make decisions, it leads to successful human resource frame. When
subordinates or followers are actively involved in determining the course of action during their

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commitment process and effective decisions are communicated, it leads to successful human
resource frame.

When commitment involves recognizing followers or subordinates in possessing or processing

some experience or knowledge of the subject by their leaders and is willing for participative
decision making, it instills successful human resource frame. Leaders do help subordinates to
reach a decision and ask assistance where possible in promoting their commitment that leads to
successful human resource frame.

When leaders or managers promote commitment by consulting their subordinates or people and
asking for their assistance in determining the way forward or strategy like the product market
strategy, it fosters enhanced successful human resource frame. The consultative strategy of
leaders to the followers has benefits of enlisting the cooperation of their somewhat
knowledgeable resources to increase the likelihood that the leaders’ decision will be correct and
by giving their subordinates followers a chance to contribute. In doing this, reinforces their
motivation and helps them identify more closely with the goals of leaders’ departments thereby
enhancing successful human resource frame.

Facilitative decision making is a cooperative effort in which leaders or managers and

subordinates or followers work together to reach a shared decision in the commitment process
that enhances their successful human resource frame. Then subordinates or followers are
moderate to high in readiness, their leaders or managers can enlist their help with supportive
phrases such as (let’s pool our thoughts and decide on – or we have got a problem and I would
like your opinion), it implies that subordinates or followers are capable of sharing the authority
to decide what should be done during the commitment process and promotion of successful
human resource frame.

When commitment is promoted through encouraging delegations of followers or subordinates it

instills successful human resource frame. Deligative decision making is used with followers high
in readiness who have the experience and information needed to make the proper decision or
recommendation. When delegation is appropriate, the manager can look forward to a high level
of performance. The subordinates with knowledge or experience on subject can work on it and
let their leaders or managers know what they come up with and this promotes human resources
frame.

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When leaders recognize that their people are self- motivated and capable of self – direction in
specific direction during the process of their commitment enhancement, it promotes successful
human resource frame. The leader’s or manager’s probability strategy is to delegate the task to
them and await their decision thereby postering successful human resource frame.

When effective managers personally project pride in their organizations and instill the same
pride in others during the process of commitment, it promotes successful humans resource frame.
when pride is instilled in subordinates, it leads and promotes their identity to the organization
and leads to successful human resource frame.

When excellent leaders or managers build support for what the organizations does and
effectively prevent destructive comments that promotes commitment, it fosters successful human
resource frame. Supporting higher management is essential for the loyalty for any organization
needs in order to function. Excellent leaders or managers add value to the organization by
showing and aspiring this necessary loyalty.

Operating by the basic organizational values clearly communicates the importance of what the
organization stands for in human resource commitment and successful promotion. When
commitment is promoted and involves the organization in having a clearly fined and
communicated set of basic beliefs and managers’ or leaders’ responsibilities function in a
manner consistent with those fundament beliefs, it leads to successful human resource frame.
Mangers or leaders are the clearest models of what the organization stands for. The excellent
leaders or managers live up to this challenge and this commitment that leads to successful human
resource frame.

When commitment is fostered and promoted by excellent managers by personally presenting a

strong and positive image of others or subordinates, it instills successful human resource frame.
Mangers act as a positive force in all situations in the commitment and promotion of successful
human resource frame.

When excellent managers are seen as individuals who combine strength with a sense of humility
that promotes commitment, it leads to successful human resource frame. Demonstrating
autonomy is an important dimension for an affective manager in promoting a successful human
resource. Within their organizational units, good leaders act as though they are running their own

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business. They take responsibility and ownership for decisions. They stand up for personal
beliefs. When taking risks, they are reasonable and more concerned with achieving excellence
than with “playing it safe.”

Building self as a manager deals with the self-image a manager projects to others during
commitment emphasis and promotion that leads to successful human resource frame. When good
managers appear confident and self – assured, it promotes successful human resource frame by
acting on the basis of total integrity. They do not belittle or overplay their own accomplishments.
It becomes obvious to others that these managers belong in their jobs. Excellent managers live up
to the faith other place in them. They act on the basis of honesty and expressly behave with
exceptional integrity.

When commitment promotion involves accepting constructive criticism amongst employees, it

promotes successful human resource frame. Accepting constructive criticism forms a balance
with the aspects of a positive commitment to self. Many act autonomously and worthy of their
positions. It is the truly excellent managers who remain receptive to criticism or comment in
order to become even better. Excellent managers demonstrate long-term ability to admit
mistakes, encourage and accept constructive criticism and avoid recrimination and adverse
reaction. In other wards after, receiving personal feedback, excellent managers do not shoot the
massager or discount the message. The ability to listen and act positively to improve oneself is
essential to personal excellent over time in promoting successful human resource frame.

When commitment promotion focuses on the work team and individual – group members, it
promotes successful human resource frame. When good managers display a dedication to the
people who work for them, it enhances successful human resource frame. Commitment denotes
the manager’s use of other proper style of leadership to help individuals succeed in their tasks.
Reinforcement of the developmental process of matching leadership style to the ability and
motivation of individuals is important in building and promoting a successful human resource
frame. Positive commitment to people is demonstrated daily by manager’s willingness to spend
the necessary time and energy working with people especially the three constituted vital
activities of showing concern and recognition giving developmental feedback and encouraging
innovative ideas.

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Showing positive concern and recognition focuses on the positive aspects of performance and
improves commitment to the organization that leads to successful human resource frame. It also
involves the creation of an environment in which people treat each other with courtesy and
respect. Destructive comments concerning other people are not acceptable in promoting
commitment that leads to successful human resource frame.

Giving a developmental feedback during commitment promotion is important that leads to

successful human resource frame. Giving developmental feedback is a realistic method of
dealing with individual performance failure or setback. Employees sometimes fail to live up to
positive expectations. The excellent managers are willing to intervene when performance does
not meet established standards. Using honest feedback, the excellent managers work with
individuals to establish realistic performance goals. These managers are willing to take time to
guide and coach the individuals to improve performance during commitment emphasis and
promotion of successful human resource frame.

When commitment emphasis and promotion involves encouragement of innovative ideas, it

instills successful human resource frame. Encouraging innovative ideas demonstrates interest in
others/followers and supervisors. It stimulates individuals and at group progress for further
continued high commitment that enhances successful human resource frame.

This positive action is often the difference between successful work teams and those that
stagnate or disintegrate. The excellent managers tap into the full capacity of people through
such common sense actions as listening to others’ ideas, providing opportunities to test ideas
and directing the credit for the successful ideas to their originators. These actions tend to
create desirable atmosphere of confidence, accomplishment and trust.

When commitment to people is encouraged and promoted with emphasis to include recognizing
diversity within the workforce and addressing its issues openly and with companion, it fosters
enhanced successful human resource frame. Organizations that do allow women, minorities and
foreign nationals to grow and contribute their potential will have a distinct competitive
advantage. The diversity as an organization can really work for its departments and organization
as well in terms of strengthening and promotion of successful human resource frame. When
organizations want to have a very limited pool of talent available, it must learn to value and
encourage a truly diverse workforce in it successful human resource frame.

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When commitment is promoted and encouraged with emphasis to customer care and focus,
it foster successful human frame. A customer may be defined as anyone who rightly should
benefit from the work of a manager’s unit. A customer may be internal or external to the
organization. The essential customer is internal when employees in one unit often serve members
of another unit in the same organization. Whether the customer is primarily external or internal;
the key to this commitment is service and service delivery.

When commitment is promoted and encouraged with involvement of excellent managers striving
to provide useful service to customers, it instills successful human resource frame. When an
excellent manager demonstrates strong commitment to serving the customer, it promotes human
resource frame. Serving the customer boils down to consistent, conscientious and dedication to
customer needs. This requires responsiveness to customers through continuously encouraging
and listening to input from the people who use the manager’s services, or products. Clear, current
identification of customers needs is necessary to genuinely serve the customer. In addition to
knowing the customer and the needs of the customer, the excellent manager acts to solve
customer problems in a timely manner.

Building customer importance during the promotion of commitment process is important for
instilling successful human resource frame. Building customer means presenting the customer in
a positive manner to those who actually provide service to customer. The customer is not always
appreciated by others within an organization. In fact, some employees view the customer as a
necessary evil. To these employees, the customer is always the source of most problems often is
viewed as someone to be tolerated. Excellent managers build customer importance by clearly
communicating the importance of the customer to employees, treating the customer as a top
priority and prohibiting destructive comments about the people who use the work group’s
products or services. When commitment is promoted to foster successful human resource frame,
the organization normally establishes /adopts principles to acquire and retain loyal customers like
treating customers as key assets, by understanding, nurturing and protecting their life time value,
products come and go but customers are forever, knowing what the employees are really selling,
focusing on the total customer experience, not just the sale, customer relate to people, not
companies. Empowered employees excite customers, expectations are more important than

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explanations, point your customers information system forward, customers are known by the
companies they keep and build a strong brand.

Regardless of which strategic imperative an organization pursues, success depends on satisfying

the customer for commitment that leads to overall successful human resource frame. Find a need
and satisfy it. Customer satisfaction is the new buzzword for business success. To enhance
customer satisfaction organizations must serve both internal and external customers well.
Successful organizations will focus on constantly improving the level of services they provide to
both internal and external customers for both commitment and enhanced successful human
resource frame.

When commitment is promoted and encouraged with emphasis of employees to concentrate on

the tasks that need to be done, it fosters successful human resource frame. Successful managers
give meaning and relevance to the tasks people performance. They provide focus, direction and
ensure successful completion of tasks. The durability of a manager’s excellence is demonstrated
through the sustained high performance of the organizational unit managed. This commitment is
achieved by keeping the right focus, keeping it simple, being action-oriented and building task
importance.

Keeping it simple entails breaking work into achievable components while avoiding unnecessary
complications and procedures. The excellent manager fully considers objectives, tasks, and
human capabilities thus restraining the natural tendency to try to accomplish too much in the
interest of achieving successful human resource frame that arise out of high commitment. Focus
is clearly centered on major objectives within organizational priorities during the process of
commitment that eventually leads to successful human resource frame.

Keeping the right focus refers to maintaining the proper perspective on tasks or employees
during the process of commitment that is necessary for installing successful human resource
frame. The excellent managers concentrate everyone’s attention on what is most important. This
is determined through knowledge and support of the organizations’ overall mission. The
manager consistently ties individual objectives into larger organizational goals.

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When commitment is promoted and emphasized by being action – oriented, it fosters successful
human resource frame. Being action- oriented is simply described as accomplishing. Excellent
managers get things done. They execute and maintain positive momentum. Realistic deadlines
are set and met. People are encouraged to take action and a sense of positive direction and
accomplishment results with overall enhancement of successful human resource frame.

When commitment involves building task importance, it leads to successful human resource
frame. Building task importance is the element that completes the fabric of managerial
excellence. The excellent manager plays up the importance of the work. Excellence in task
achievement is an expected result. Continuous excellence becomes the hallmark of the manager
and the group for continuous commitment and overall successful human resource frame.

The excellent manager is central to the process of developing and sustaining commitment of
employees. By taking personal responsibility and acting as a positive force, the manager can
strongly influence the organization and its people, job tasks, and customers. Active involvement
and personal integrity of excellent managers flow to others for continuous high commitment and
stronger human resource frame.

When commitment is promoted and built through dedication and service, it leads to successful
human resource frame. When the excellent manager demonstrates genuine dedication and service
to employees, they demonstrate a dedication and commitment to their tasks. This dedication to
job task excellence forms the basis for a strong dedication and service to the customer. The net
result is that the customer benefits and so does the organization. Customers maintain the
organization’s health and vitality through the same kind of dedication and loyalty to the
organization. An organization experiencing continued customer loyalty is then in the position to
build loyalty and dedication to its management by providing tools for management’s continued
success. Long-term excellence is the result of building high commitment and overall successful
human resource frame.

When the commitment policy and practice involves employees with facilitations and received
training programmes, it leads to successful human resource frame. Training programmes
intensification and facilitations promote growth and development or advancement leading to
successful human resource frame.

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When commitment of employees is satisfied with career opportunities, it leads to successful
human resource frame. Career development presents advancement, growth and development of
employees.

When the commitment is promoted where employees are satisfied with the performance
appraisal system, it fosters successful human resource frame. Performance appraisal is a formal
structured comparison between employee performance and established quantity and quality
standards.

When commitment enhancement involves employees finding the work challenging, it promotes
successful human resource frame. The work itself is motivative. When a task offers the
opportunity for self – expression, personal satisfaction and meaningful challenges, employees are
likely to undertake the task with enthusiasm of commitment and overall enhanced successful
human resource frame.

When commitment is promoted and the employees think that their managers are good in
management (leadership), it fosters successful human resource frame. Leadership helps groups /
employees develop a sense of direction and commitment. A key function of leadership is setting
a compelling direction for the team’s work that is challenging and energizes team members and
generates strong collective motivation to perform well. Managing relationships in organizations
with external constituents is also inclusive. Effective leaders move back and forth across
boundaries to build relationships, scout necessary information, persuade their teams and outside
constituents to support one another and empower their teams to achieve success. Leadership
whether shared or individuals plays a critical role in group effectiveness and individual
satisfaction. Good leaders are sensitive to both task and process. They enlist others actively in
managing both. Effective leaders help group members communicate and work together.

When commitment is presented and promoted and workers think their form helps them achieve
work life balance, are satisfied with communication and organization performance or the reduced
employee turnover, it leads to successful human resource frame.

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4.0 Conclusion

The people’s skills, attitudes, energy and commitment are vital resources that can make or break
an organization. When the fit between individual and the system is poor, one or both suffer.
Individuals are exploited or exploit the organization or both become the victims. A good fit
benefits both employees and the organization. Individuals find meaningful and satisfying work
while the organization gets the talent and energy they need to succeed. The excellent manager/or
leader/or management is central to the process of developing and sustaining high commitment
and overall successful human resource frame of the organization

5.0 DETAILED CASE STORY

Quality Chemicals (QC) Ltd deals in manufacture, marketing and distribution of Pharmaceuticals
in Ugandan Market. QC has a manufacturing plant in Kampala Municipality with operating
branches in Masindi, Masaka, and Mbarara Municipalities. It employees a total of about 100
people in its departments of Marketing, Research and Development, Human Resource, Finance
and Procurement and Production.

By 2000, QC was faced with problems and challenges of quality control and safety, high injury
rates, low employee morale, high turnover of 46%, strife and profit soared/and declined from
70% to 30%.

Employees were bulled and forced to work as quickly and efficiently as possible without skills,
trust and capacity building compromising safety rules and practices in anyway. Employee morale
and facilitation were very low and frustrating. Safety programs and safety measures in the work
place were below minimum required and acceptable standards but the company routinely
violated safety standards in its push to avoid production down time and decline. There were
reports of multiple mistakes, incompetence of managers and supervisors, poor performance and
compensation. There were also mismanagement and poor practices, lack of pride and identity
with work and mistreatment spread to customers, end users and beneficiaries. Customer care and
delivery services deterioration and negatively affected the organization.

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Supervisors and employees often made mistakes, got hurt and left with injuries. Absenteeism and
frustration of people’s needs were the order of the day and ever declining performance with poor
public relations and customer care and service delivery.

In 2002, employees striked over their poor working conditions, concerns and welfare that were
fully ignored and violated.

In 2003, management improved their working conditions and welfare. It increased salaries,
bonuses including other intangible and tangible benefits and compensation. It organized and
conducted several seminars and workshop activities, encouraged group work activities and
coaching with the recognition of employees participative in decision making, autonomy and
engagement to increase employee morale. Management practices and policies were improved
and harmonized in attempt to increase capacity building programmes, instilling innovation
creativity and cooperation in the work place and departments.

By 2004, employee morale and cooperation improved gradually. Performance and profits
improved from 30% to 50%, turnover also reduced from 46% to 30% while injury rates from
40% to 10%. Team work spirit and synergism resurrected.

In 2005, performance and profits further increased from 50% to 60%, employee morale and
cooperation continued to shine, and spread to all management levels. Turn over went down from
30% to 10% while injury rates scaled down further from 10% to 4%.

By the end of 2006, employee morale and cooperation was the highest than ever recorded in the
company history. Performance and profits shoot and reached 80% while the employee turnover
and the injury rates reduced to almost none. Absenteeism was no more with maximized
efficiency and effectiveness.

For organizations to excel, they need to come up with policies that can improve employee morale
and working conditions. They need to encourage and promote employee coaching, facilitations,
group work activities, compensation, employee engagement and recognition that are necessary
for commitment and overall successful human resource frame.

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