Human resource management in multinational banks operating in Tanzania

Human Resource Management in Multinational Banks in Tanzania

Realization of effective management of operations and resources in the financial institutions is a dream for most organizations globally. Providing services that aim at meeting consumer needs becomes a key determinant that influences the realization of the stated objectives. In specific, providing services that empower the employees ensure the realization of the planned objectives as it creates the desired organizational culture of excellent performance. Analysis of different companies shows that the variance in the performance arises from the manner in which operations are managed (Wilkinson, 2009). Therefore, the following analysis compares and diagnoses the management of human resources of two multinational banks in Tanzania. The analysis illuminates the light into the different factors that influence effective management of operations in an organization.

Major issues that work against the concept of performance management

Analysis of the case study reveals different issues in the two financial institutions that work against the concept of performance management. Effective performance management relies heavily on the recruitment and selection process adopted by the organization. However, the recruitment and selection process used by the South African bank jeopardizes the realization of the strategic objectives of performance management. The bank uses internal referrals as their method of recruiting and selecting the required employees (McNett, 2005). The process diminishes the realization of the desired objectives of performance management as it increases the risks of bias in the selection process. Training is an essential component that promotes the realization of the desired objectives of performance management. However, the South African Bank has an infrequent habit of emphasizing the need for the provision of training opportunities to the employees. Lack of regular provision of training opportunities prevents the establishment of the desired organizational culture and quality performance (Beamish & Newenham-Kahindi, 2007).

Recognizing employee contribution to the organization also contributes to the realization of the desired strategic objectives of the organizational performance management. However, the South African Bank does not consider equality in promoting its employees. The bank uses age as a determining factor when promoting its employees. In addition, cultural sensitivity ensures the realization of the planned organizational objectives. The sensitivity ranges from organizational language to behaviors that strengthen the culture within the organization. However, the American Bank fails to recognize the importance of cultural sensitivity as it adopts communication-specific culture that does not consider the needs of the local Tanzanians. The lack of the employees' trade unions as evidenced by the American Bank shows its inability to sustain organizational performance.

Tools, processes, and methods that can be used to mitigate counterproductive behaviors

Introducing the desired organizational culture in the company will help significantly reduce the cultural conflicts that are highly likely to affect the performance management of the company. Introducing the culture entails re-structuring the execution of the daily activities in the banking institutions alongside aligning the organizational vision with the strategies adopted by the employees. The selection and recruitment used by the South African bank is likely to cause organizational conflicts, bias, and decline in its performance. As such, the South African bank should consider ensuring equity in the selection and recruitment of its employees. The actions adopted should include selecting the most suitable employees basing on their qualifications and expertise rather than referral alongside ensuring transparency in the process (Sparrow, 2009).

In addition, the company should consider adopting transactional and transformational leadership styles that focus on quality performance and realization of the desired organizational objectives. Transactional and transformational leadership styles recognize the need for the provision of services that are employee inclusive. The company should also consider promoting its employees irrespective of their age. Such efforts will contribute to the motivation of the employees of all ages to play a maximum role in contributing to the performance of the banking organizations. Providing frequent and regular training will also contribute to the elimination of the barriers that might inhibit the realization of the desired strategic performance management objectives. Frequent training ensures that the employees have the desired knowledge, expertise, and skills for executing their activities. Cumulatively, combining these strategies will contribute significantly to the realization of the objectives of performance management of the company (Newenham-Kahindi, 2011).

Policy that can be used to govern the performance management program in the company Policy

Performance appraisal of employees to be performed at least biannually by an intermediate supervisor or employee and reviewed by a supervisor at a higher level. The employee will be rewarded according to the results of the performance appraisal process. The performance appraisal process will be job related and will not be influenced by factors such as age, referral, ethnicity, gender, and religion or physical well-being. The policy will allow the company to achieve a wide range of objectives aimed at improving the performance and competitiveness of the company (Beamish & Newenham-Kahindi, 2007).

Some of the objectives realized by the company for adopting the above-stated policy is clarification of the performance expectations of the employees in conjunction with their job description and organizational goals. It will also provide the organization with the basis of ensuring commitment from its stakeholders in executing activities that contribute to the success of the company. The policy will enhance the performance of the employees by providing them with two-way communication system, giving them feedback related to their contribution to the company. In addition, the policy will create an equitable and objective basis for selecting, recruiting, and appraising the employees alongside making personnel decisions on issues affecting the employees and the company as a whole (Wilkinson, 2009).

Communication that would present the new policy (draft)

The company is adopting the policy of biannual appraisal of employees by the beginning of the next fiscal year to clarify and empower employees to adopt the desired organizational behaviors. The policy also aims at clarifying the employees' expectations in relation to their job specification alongside providing feedback on their performance in their workplace. The strategies that will be used include involving the employees, supervisors, and the senior supervisors in the process ensure credibility of the process and sound decision-making (Beamish & Newenham-Kahindi, 2007).

Issues that would need to be addressed to foster acceptance of the policy

Acceptance of the above policy depends on the consideration of different factors. Communicating the policy to the employees and the other organizational stakeholders is vital. It creates awareness among the employees, a factor that eliminates the incidences of resistance to change from the employees. The process of aligning the vision of the company in relation to the policy to the expectations of the employees also influences the acceptability of the policy (Sparrow, 2009). The process ensures clarification of the expectations of the newly adopted program and the desired behaviors of the employees. Providing services that facilitate the adoption also influences the acceptability of the policy. Facilitative services include training the employees to acquire the required knowledge related to the new policy. Other issues that should be adopted to ensure acceptance of the policy includes involving the employees in formulating, implementing, and evaluating the effectiveness of the policy alongside adopting the desired leadership style that will accommodate the process (McNett, 2005).

Method of communicating the change

Factors such as size and the scale of the desired project targeted by the change agent influence the communication method that will be used by the company. The most applicable method of communicating the above stated policy in the company is written communication. The large size of the company makes other methods of communicating organizations change such as verbal communication a difficult process. Written communication will provide the company with a permanent record that not only proves essential for repeated referrals, but also audit evidence prior, during, and after the project.

In addition, written communication meets the requirements of effective media of communication used in a company such as circulation, frequency, credibility, and feedback opportunity. Circulation focuses on the rate at which the message reaches the employees in the company. Frequency focuses on the content and production preparation needed in delivering the policy. Credibility refers to the reliability of the method of communication while feedback opportunity focuses on the ability of the selected media to solicit a response from the employees (Beamish & Newenham-Kahindi, 2007).

Determining and ranking the expected benefits of the policy

The adoption of the above stated policy will allow the company to realize a number of benefits. The policy will clarify the expectations of the employees in relation to their job specifications and goals of the company. The policy will also provide employees with the basis of becoming committed to promoting the realization of the stated organizational goals (Sparrow, 2009). In addition, the policy will promote the creation of an environment that promotes two-way communication and feedback to the employees at their level of performance in the company. Besides, the policy will provide the company with opportunities to appraise and make sound decisions related to the performance and contribution of their employees to the company (Brugere, 2010).

Ranking the above benefits in order of priority is as follows:

1. Clarifying the expectations of the employees

2. Creating commitment of employees to their assigned duties

3. Provides the management of the company with opportunities to conduct effective performance appraisal and make sound decisions related to the performance and contribution of employees to the company

4. Creation of an environment that promotes feedback provision and two-way communication

Therefore, considering the above stated factors will ensure the realization of the organizational strategic objectives.